Team Insights

Professional Development & Recruiting Team

Updated March 22, 2022

Team DISC

D
I
S
C
Extrovert
People
Introvert
Task

Decisiveness

How team members tend to approach problems and make decisions

Higher D Styles

Tend to solve new problems very quickly and assertively. They take an active and direct approach to obtaining results. The key here is new problems such as those that are unprecedented or haven't happened before. There may also be an element of risk in taking the wrong approach or developing an incorrect solution, but those with a High D score are willing to take those risks, even if they may be incorrect.

Lower D Styles

Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, the key here is new and unprecedented problems. The Lower D style will solve routine problems very quickly because the outcomes are already known. But, when the outcomes are unknown and the problem is an uncertain one, the Lower D style will approach the new problem in a calculated and deliberate manner by thinking things through very carefully before acting.

Interactivity

How team members tend approach to interacting with people and display of emotions

Higher I Styles

Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key here is new people whom one hasn't met before. Many other styles are talkative, but more so with people that they've known for some time. The Higher I scores are talkative, interactive and open even with people whom they have just initially met. People scoring in this range may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative and outgoing.

Lower I Styles

Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the key word "new people" enters the equation. Those with Lower I scores are talkative with their friends and close associates, but tend to be more reserved with people they've just recently met. They tend to place a premium on the control of emotions, and approach new relationships with a more reflective approach than an emotional one.

Stability

How team members tend to approach the pace of the work environment

Higher S Styles

Tend to prefer a more controlled, deliberative and predictable environment. They place a premium on security of a work situation and disciplined behavior. They also tend to show a sense of loyalty to a team or organization, and as a result, may have a greater longevity or tenure in a position than some other styles. They have an excellent listening style and are very patient coaches and teachers for others on the team.

Lower S Styles

Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom of expression and the ability to change quickly from one activity to another. They tend to become bored with the same routine that brings security to the Higher S traits. As a result, they will seek opportunities and outlets for their high sense of urgency and high activity levels, as they have a preference for spontaneity.

Cautiousness

How team members tend to approach standards, procedures, and expectations

Higher C Styles

Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom they respect. They like things to be done the right way according to the operating manual. "Rules are made to be followed" is an appropriate motto for those with higher C scores. They have some of the highest quality control interests of any of the styles and frequently wish others would do the same.

Lower C Styles

Tend to operate more independently from the rules and standard operating procedures. They tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by developing a variety of strategies as situations demand. To the Lower C scores, rules are only guidelines, and may be bent or broken as necessary to obtain results.

Team Values

Very Low Low Average High Very High
Aesthetic balance, harmony and form
Economic economic or practical returns
Individualistic stand out as independent and unique
Political be in control or have influence
Altruist humanitarian efforts or to help others altruistically
Regulatory establish order, routine and structure
Theoretical knowledge, learning and understanding

Amy Macari

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very LowEconomic May try to help meet customers' needs (internal and external) before their own.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
HighAltruist Has a high desire to help others learn, grow, and develop.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Amy Macari:

  • If you agree with the outcome, follow through and do what you say you will do.
  • Take your time to be precise and thorough.
  • Assure others that there won't be unexpected surprises.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide assurances about input and decisions.
  • Break the ice with a brief personal comment.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Amy Macari:

  • Don't be domineering or demanding.
  • Don't push too hard.
  • Don't be unrealistic with deadlines.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't offer promises you can't keep.
  • Don't be vague about what's expected.
  • Don't offer assurances and guarantees you can't fulfill.

Audrey Averill

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
Very HighEconomic Very competitive and bottom-line oriented.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Audrey Averill:

  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Motivate and persuade by referring to objectives and expected results.
  • Provide testimonials from people seen as important and prominent.
  • Be efficient: Hit the major points first.
  • Offer input on how to make the ideas become reality.
  • Be clear in your explanations.
  • Provide options for you to express your opinions and make some of the decisions.

Things to avoid to effectively communicate with Audrey Averill:

  • Don't stick too rigidly to the agenda.
  • Don't make decisions for anyone.
  • Avoid rambling discussion and wasting time.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't direct or order.
  • Avoid being impersonal or judgmental.
  • Be certain all decision-points have reached closure and action-plans are the result.

Billy Carter

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
Very HighEconomic Very competitive and bottom-line oriented.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
HighAltruist Has a high desire to help others learn, grow, and develop.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Billy Carter:

  • List pros and cons to suggestions you make.
  • Assure others that there won't be surprises.
  • Do your homework, because others will have already done their share of it.
  • Outline individual tasks and responsibilities in writing.
  • Make an organized appeal for support and contributions.
  • Provide testimonials from people seen as important and prominent.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Billy Carter:

  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be vague about what's expected.
  • Don't use someone else's opinions as evidence.
  • Don't leave the idea or plan without backup support.
  • Don't use unreliable evidence or testimonials.
  • Don't be domineering or demanding.
  • Don't rush into business or the agenda; provide some time to break the ice.

Jarrett Engel

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Jarrett Engel:

  • Do your homework and be prepared with goals, objectives, support materials, etc., but don't plan on using all of them. Have the material with you as support.
  • Use the words of the discussion to direct you back to the topic or issue at hand.
  • Be clear in your explanations.
  • Provide immediate incentives for willingness to help on the project.
  • Be specific about what needs to be done and who is going to do it.
  • Plan to talk about things that support dreams and goals.
  • Put the details in writing, but don't plan on discussing them too much.

Things to avoid to effectively communicate with Jarrett Engel:

  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Don't confuse or distract from the business issues at hand.
  • Don't be aloof, cold, or seem disinterested.
  • Don't 'dream' too much or you'll lose time.
  • Avoid wild speculations without factual support.
  • Don't be dogmatic or authoritarian.
  • Avoid making guarantees and assurances when there is a risk in meeting them.

Matthew Pawlowski

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very HighEconomic Very competitive and bottom-line oriented.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Matthew Pawlowski:

  • Put the details in writing, but don't plan on discussing them too much.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Plan to talk about things that support dreams and goals.
  • Offer input on how to make the ideas become reality.
  • Be certain to emphasize next action-steps.
  • Use the words of the discussion to direct you back to the topic or issue at hand.
  • Provide immediate incentives for willingness to help on the project.

Things to avoid to effectively communicate with Matthew Pawlowski:

  • Don't be aloof, cold, or seem disinterested.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't 'dream' too much or you'll lose time.
  • Avoid wild speculations without factual support.
  • Don't stick too rigidly to the agenda.
  • Don't confuse or distract from the business issues at hand.
  • Avoid asking rhetorical questions, or useless ones.

Timothy Flanagan

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
Very HighEconomic Very competitive and bottom-line oriented.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Timothy Flanagan:

  • Be specific about what's needed to be done, and who is going to do it.
  • Provide testimonials from people he sees as important and prominent.
  • Provide options for Timothy to express his opinions and make some of the decisions.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Plan to talk about things that support his dreams and goals.
  • Provide immediate incentives for his willingness to help on the project. Ask for his opinions.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Timothy Flanagan:

  • Don't make decisions for him.
  • Don't be sloppy or disorganized.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid being overly task-oriented.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't stick too rigidly to the agenda. Let him lead the way to more social conversation.